...noted differences in ethical judgments across individuals within organizations, industries, and countries. Such differences tend to become more pronounced and problematic when one enters the international arena, because members of different national cultures frequently apply different ethical standards and criteria This remains a vexing challenge for those engaged in international trade. This gave us the opportunity to observe cross-cultural differences firsthand, using our own students as subjects. Initially, our data originated as a class exercise intended simply to motivate discussion. As is customary in marketing and business ethics classes, students were asked to read a printed scenario, to rate the ethics of the actor in the scenario, and to discuss justify their evaluations. The discussions revealed the ethical criteria applied by the students and the importance weightings they placed on each criterion. It was our observation of the pronounced differences evident across national groups that sparked our investigation into the sources of these differences. This study was also motivated by our curiosity concerning whether U.K students ethical evaluations would be similar to those of their North American counterparts (by merit of being Anglophones) or similar to their French counterparts (by merit of being European, an historically Catholic culture, ancestrally Gallic, etc.). As the pattern of differences began to emerge, our research agenda shifted from...
Words: 2768 - Pages: 12
...globalDeveloping the Global Leader of Tomorrow SPONSORED BY Developing the global leader of tomorrow Contents I Overview of research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 I Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 I Chapter 1 Trends in the external environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 I Chapter 2 The organisational response . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 I Chapter 3 Implications for knowledge and skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 I Chapter 4 The performance gap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 I Chapter 5 Sourcing and developing knowledge and skills . . . . . . . . . . . . . . . . . . . . 20 I Next steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 I Case examples Unilever . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 IBM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Novo Nordisk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 BG Group . . . . . . . . ...
Words: 14482 - Pages: 58
...INTRODUCTION This chapter outlines the method of research, research design, data analysis and concludes with a summary justifying the research methodology. 3.2 RESEARCH METHODOLOGY Research has been described as a systematic process of inquiry and discovery which provides an original contribution to the existing set of knowledge making for advancement in any particular topic or subject matter (Kitchin and Tate 2013).According to Anfara and Mertz (2006) a theoretical framework provides researchers with the ways of thinking and a source of sight. An epistemological paradigm of thought to acquire knowledge provided the theoretical framework which informed the choice of a non-participant observation study, an aspect of ethnographic research. According to Flick (2004) ethnography is propelled by an interest of participating or non-participating in observing events and processes while they occur. This allowed the researcher to observe the subject from a distance without interaction (Silverman 2010). Consequently this allowed the examination of various published documents which included government office reports and agency archives (Bishop 2012). A deductive approach of reasoning was incorporated in the study which permitted assumptions from abstract propositions which resulted in the undertaken of this research study (Ritchie et al, 2014). Regardless of the method of research implemented there are three distinct approaches to a research study which are qualitative, quantitative...
Words: 2585 - Pages: 11
...5 Teaching Times and Locations Units of Credit Summary of Course Course Aims and Relationship to Other Courses Student Learning Outcomes 3 LEARNING AND TEACHING ACTIVITIES 3 3 3 4 4 6 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 6 6 4 7 ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details INDIVIDUAL ASSESSMENTS 7 7 8 4.2.1 Individual Written Assignment (25%) 8 4.2.2. Quiz (total 20%) 9 4.2.3. Individual Participation (10%) 9 4.2.4. Peer Evaluation and Team Reflective Journal 10 4.2.4.1. Peer Evaluation (weighting marks on group assessments) 10 4.2.4.2. Team Reflective Journal (5%) 10 4.2.5. Team Case Analysis (15%) 11 4.2.6. Team Simulation Performance (25%) 12 4.3. Late Submission 14 14 5 COURSE RESOURCES 14 6 COURSE EVALUATION AND DEVELOPMENT 15 7 COURSE SCHEDULE 16 PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND SUPPORT 17 8 PROGRAM LEARNING GOALS AND OUTCOMES 17 9 ACADEMIC HONESTY AND PLAGIARISM 18 10 STUDENT RESPONSIBILITIES AND CONDUCT 18 10.1 10.2 10.3 10.4 Workload Attendance General Conduct and Behaviour Occupational Health and Safety 18 18 18 19 business.unsw.edu.au CRICOS Code 00098G 10.5 Keeping Informed 19 11 SPECIAL CONSIDERATION 19 12 STUDENT RESOURCES...
Words: 8470 - Pages: 34
...5 Teaching Times and Locations Units of Credit Summary of Course Course Aims and Relationship to Other Courses Student Learning Outcomes 3 LEARNING AND TEACHING ACTIVITIES 3 3 3 4 4 6 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 6 6 4 7 ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details INDIVIDUAL ASSESSMENTS 7 7 8 4.2.1 Individual Written Assignment (25%) 8 4.2.2. Quiz (total 20%) 9 4.2.3. Individual Participation (10%) 9 4.2.4. Peer Evaluation and Team Reflective Journal 10 4.2.4.1. Peer Evaluation (weighting marks on group assessments) 10 4.2.4.2. Team Reflective Journal (5%) 10 4.2.5. Team Case Analysis (15%) 11 4.2.6. Team Simulation Performance (25%) 12 4.3. Late Submission 14 14 5 COURSE RESOURCES 14 6 COURSE EVALUATION AND DEVELOPMENT 15 7 COURSE SCHEDULE 16 PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND SUPPORT 17 8 PROGRAM LEARNING GOALS AND OUTCOMES 17 9 ACADEMIC HONESTY AND PLAGIARISM 18 10 STUDENT RESPONSIBILITIES AND CONDUCT 18 10.1 10.2 10.3 10.4 Workload Attendance General Conduct and Behaviour Occupational Health and Safety 18 18 18 19 business.unsw.edu.au CRICOS Code 00098G 10.5 Keeping Informed 19 11 SPECIAL CONSIDERATION 19 12 STUDENT RESOURCES...
Words: 8470 - Pages: 34
...School of Management, Operations and Marketing COMM331: Integrative Business Capstone Subject Outline 6 credit points Subject Information Autumn, 2016 Wollongong On Campus Lecture Information: Mondays, 08:00 - 08:00, All COMM331 lectures are online via Moodle Pre-requisites: 96 Credit Points including all Faculty of Business undergraduate 1st year core subjects Co-requisites: Nil Restrictions: COMM333 Contact Hours: Online lectures plus 1 hour of tutorial (up to week 6) and 2 hours of computer lab (from week 7 up to week 13) Online Subject Material: The lecture material for COMM331 is all online. Students can access online materials via Moodle. COMM331 is supported by a UOW Libguide available at http://uow.libguides.com/index Teaching Staff Teaching Role Name Coordinator, Lecturer and Dr Belinda Gibbons Tutor Telephone Email 42215824 bgibbons@uow.edu.au Room Consultation Times 40.247 Wednesday 10:30 - 12:30 Thursday 13:30 - 15:30 Head Tutor Ms Natalie Akmacic NA akmacic@uow.edu.au NA TBA Tutor Ms Jinqi Xu NA vivenx@uow.edu.au NA TBA Tutor Mr Viktor Tomeski NA viktor@uow.edu.au NA TBA Tutor Ms Lynda Lorkovic NA lbricevs@uow.edu.au NA TBA Tutor Ms Nadeera Ranabahu Mudiyanselage NA nadeera@uow.edu.au NA COMM331 Subject Outline Autumn, 2016 TBA Page 1 of 21 Email Etiquette: Consultation with your subject coordinator and/or teachers via ...
Words: 6498 - Pages: 26
...INTERNATIONAL BUSINESS Environments and Operations John D. Daniels University of Miami Lee H. Radebaugh Brigham Young University Daniel P. Sullivan University of Delaware Pearson Education International Contents Preface 29 About the Authors • PART ONE 39 BACKGROUND FOR INTERNATIONAL BUSINESS 44 1 Globalization and International Business 45 49 44 CASE: The Global Playground Introduction 48 W h a t Is International Business7. The Forces Driving Globalization 50 Factors in Increased Globalization 51 What's Wrong with Globalization? 56 Threats to National Sovereignty 56 Economic Growth and Environmental Stress 57 Growing Income Inequality 57 s | Point ^J3ffi^S^^3 ' Offshoring Good Strategy? 58 Why Companies Engage in InternationaLBusiness Expanding Sales 60 , Acquiring Resources 60 Minimizing Risk 60 60 Modes of Operations in International Business Merchandise Exports and Imports 62 Service Exports and Imports 62 Investments 63 Types of International Organizations 63 Why International Business Differs from Domestic Business 64 Physical and Social Factors 65 The Competitive Environment 67 Looking to the Future: 61 Three Ways of Looking at Globalization 68 C A S E : Carnival Cruise Lines: Exploiting a Sea of Global Opportunity 69 74 Summary Key Terms 75 Endnotes 75 An Atlas 78 Map Index 86 Contents • 2 PART TWO COMPARATIVE ENVIRONMENTAL FRAMEWORKS 90 91 90 The Cultural Environments Facing Business 94...
Words: 3378 - Pages: 14
...labor/the degree of specialization o necessary because of increased complexity with growth Organizational roles - - organizational role = set of task-related behaviors required of a person by his or her position in an organization à identifiable tasks and responsibilities allow for accountability o organization structure is based on interlocking roles authority = power to hold people accountable for their actions and to make decisions concerning the use of organizational resources à results from differentiation into individual organizational roles control = ability to coordinate and motivate people to work in the organization’s interests Subunits: Functions and Divisions - - function = subunit composed of a group of people, working together, who possess similar skills or use the same kind of knowledge, tools or techniques to perform their jobs à as organizations grow, they differentiate into 5 different kinds of functions: o support functions – facilitate control of relations with environment and stakeholders (purchasing, sales & marketing, public relations, legal affairs) o production functions – manage and improve efficiency of conversion process (production operations, production control, quality control) o maintenance functions – keep operations up (personnel, engineering, janitorial services) o adaptive functions – allow to adjust to changes in environment (R&D, marketing research, longrange planning) o managerial functions – facilitate control...
Words: 20567 - Pages: 83
...integrity, ethics, and the highest education requirements. Recognized as the country’s accounting business leaders, CGAs provide strategic counsel, financial leadership, and overall direction to all sectors of the Canadian economy. The Certified General Accountants Association of Canada — CGA-Canada — sets standards, develops education programs, publishes professional materials, advocates on public policy issues, and represents CGAs nationally and internationally. The Association represents 75,000 CGAs and students in Canada, Bermuda, the Caribbean, Hong Kong, and China. Mission CGA-Canada advances the interests of its members and the public through national and international representation and the establishment of professional standards, practices, and services. A proud history CGA-Canada was founded in Montréal in 1908 under the leadership of John Leslie, vicepresident of the Canadian Pacific Railway. From the beginning, its objective was to encourage improvement in skills and job performance — a goal the Association holds to this day. On April 14, 1913, Canada’s Parliament passed the Act that incorporated CGA-Canada as a self-regulating professional Association. Over the decades that followed, branches became associations in their own right, affiliated with the national body. A revised Act of Incorporation, passed in...
Words: 39811 - Pages: 160
...VIETNAM NATIONAL UNIVERSITY HOCHIMINH CITY INTERNATIONAL UNIVERSITY SCHOOL OF BUSINESS ADMINISTRATION HOW DOES CORPORATE ETHICS CONTRIBUTE TO FIRM PERFORMANCE IN HO CHI MINH CITY? TEAM 3C: LE MAI THY (MBAIU15044) TRAN DUY KHIEM (MBAIU14058) BUI THI KIEU OANH (MBAIU15033) Ho Chi Minh City, Vietnam April 27, 2016 CONTENT CHAPTER I: INTRODUCTION 4 CHAPTER II: LITERATURE REVIEW 5 1. Corporate ethics and firm performance 5 2. Theoretical framework of Corporate ethics and Firm Performance by Jinseok S. Chun, Yuhuyng Shin, Jin Nam Choi and Min Soo Kim (2013) 6 3. Conceptual framework and hypotheses 7 3.1. External ethics 7 3.2. Internal ethics 7 3.3. Employee ethics 8 CHAPTER III:METHODOLOGY 10 CHAPTER IV: DATA ANALYSIS AND DISSCUSSION 14 1. Sample demographic 14 1.1. Gender 14 1.2. Position 15 1.3. Industry 16 1.4. Strategy 16 2. Descriptive Statistics 17 2.1. External Ethics 17 2.2. Internal Ethics 18 2.3. Employee Ethics 19 2.4. Firm performance 20 3. Reliability test 20 3.1. External ethics 21 3.2. Internal ethics 22 3.3. Employee ethics 22 3.4. Firm performance 23 4. Exploratory Factor Analysis (EFA) 24 5. Hypotheses testing 25 6. Discussion 27 CHAPTER V: RECOMMENDATION AND CONCLUSION 29 1. Conclusion 29 2. Recommendation 29 3. Limitation and recommendation for future researches 30 REFERENCES 32 APPENDICES 37 LIST OF TABLES Table 1: External, Internal, and Employee...
Words: 8679 - Pages: 35
...Operating Room Etiquette: Preparing for Perfection Operating Room Etiquette: Preparing for Perfection Patient safety plays an intricate role in the nursing profession. It is through the foundation of a germ free environment in which protocols are set in an effort to decrease patient morbidity and mortality. The operating room (OR) is a major sector of hospitals in which its core is maintaining an environment of sterility in an effort to reduce hospital acquired infections or surgical wound infections (Duncan & Mayo, 2004). The OR is a fast paced nursing specialty requiring expert training and mentorship for perspective candidates. According to Burnette (2007), nursing students felt like they were not adequately trained for the complexity of the OR during nursing school. As an effort to combat this, The Methodist Hospital began the Methodist Advancement into Professional Practice Program (MAPP). MAPP students are senior professional nursing school students with an interest of pursuing a career as an OR nurse. The internship is an aggressive two month program focusing on the skills required to function as a highly trained OR nurse. In an effort to uphold recommended standards and practices, the core curriculum is based on the fundamental elements of the Association of PeriOperative Nurses (AORN). During the first two weeks students began their training in a classroom setting where were introduced to the basic concepts of the OR. The next six weeks students will be engage in...
Words: 1993 - Pages: 8
...A Vision to 21st century leadership The ultimate measure of man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy. --Martin Luther King Jr. Abstract: Great quotes, great literature, great historical leaders, but still world is exploring the real essence of leadership. When we talk about leadership skills what exactly do we mean? Leadership skills are tools, behaviors and capabilities that a person need in order to be successful at motivating and directing others. Yet true leadership skills involve something more; the ability to help people grow in their own abilities. It can be said that the most successful leaders are those that drive others to achieve their own success. There are many leadership styles and has lot many leadership qualities attributed to the styles. Which one is perfect and what qualities make a good leader is slowly becoming the context and situation oriented. The dynamics and characteristics of this 21st century world are greatly varied than previous centuries. As the society becomes faster paced and dynamic the problems and challenges are also evolving in rapid fashion, making them even more difficult to resolve. People perception and demands on their leadership is also changing fast. They demand new styles of leadership which provide solutions, not necessary an autocratic way but a blend of different styles and qualities to suite these dynamic, challenging, complex 21st and future...
Words: 5442 - Pages: 22
...MBL925R Individual Assignment No. 1 MBL925R: Business Research Assignment No. 1 Abridged Research Proposal: Leaders focused on innovation will see opportunity in good and bad times and as such will be able to lead organisations resiliently through crisis and prosperity. Prepared by: Mervyn J Fraser (78043808) Due Date: May 2, 2014 0 MBL925R Individual Assignment No. 1 TABLE OF CONTENTS CONTENT 1 INTRODUCTION 2 LITERATURE REVIEW 3 PROPOSED METHODOLOGY 4 KEY QUESTIONS / CONCEPTS 5 STUDY LIMITATIONS 6 STUDY VALIDITY AND RELIABILITY ISSUES 7 ETHICAL CONSIDERATIONS 8 STUDY SIGNIFICANCE / BENEFITS 9 REFERENCES 10 ANNEXURES PAGE NO. 2 3 8 9 11 11 12 l3 l4 15 1 MBL925R Individual Assignment No. 1 1. Introduction (Center for Creative Leadership, 2009) said that not long ago, strategy was king. Forecasting, planning and making smart bets created the power sources within organizations. The future of a business could fit into an established framework or system. If managed well then success would be the end result. In today’s business world uncertainty is palpable. Planning for next quarter is a challenge. Even more difficult is committing to decisions that will play out in one to five years. What is the new process, the innovative product, the game-changing service or the compelling vision? Most senior executives are claiming that they have lost the crystal ball. Because of the dynamic nature of business today problems come up daily that...
Words: 4459 - Pages: 18
...Nightingale Executive Summary Western Governor’s University Nightingale Executive Summary Nightingale Community Hospital is a 180 bed hospital that provides acute care and a range of services to their community. Nightingale has four core values that consist of safety, community, teamwork, and accountability. Communication is a key concept in achieving and defining those values. According to the National Patient Safety Goal Data in regards to communication for Nightingale Community Hospital there is not consistency and goals are not being met for the following: reporting critical results within 60 minutes as evidenced by documentation, verbal orders/read-backs, unacceptable abbreviations, and time out hospital wide. Critical Results Within 60 Minutes Nightingale Hospital has showed variations in compliance with reporting critical results within 60 minutes for the months of January through December. Compliance went from 63% in January to 80% in December. In between this time there have been significant variances. As noted there from the data there was only 56% and 57% compliance for the months of June and July. Reporting of Critical Results with 60 minutes should be at 100% compliance. Verbal Orders/Read-Backs The ED met 100% compliance with verbal order/read-back audits for the fiscal year to date. Ortho is at 62% compliance. The other departments at Nightingale Hospital are ranging from 91% to 99%. For JCAHO standards the departments should be at 100%. ...
Words: 6555 - Pages: 27
...business practice in Australia is a project of St James Ethics Centre © St James Ethics Centre 2 Contents Acknowledgments Summary Introduction Key findings The way forward Recommendations Introduction Brotherhood of St Laurence Gorman Industries Understanding the clothing industry Corporate responsibility and “sustainability” Developing tools for responsible business practice Roadmap methodology How we went about it Who we spoke to Overview of the garment supply chain The clothing industry roadmap Key sustainability issues in the garment sector Case study: Gorman Who is Gorman? The Gorman roadmap: Merino Tee and Forest Dress Unpicking the garment roadmap Design and production management Wool and cotton cultivation Processing raw materials and yarn manufacturing Knitting and weaving Fabric processing Cut make and trim Retailing and wholesaling Consumer use Textile waste and disposal Freight Towards sustainable garments Garment industry drivers Sources of information the HUB of responsible business practice in Australia is a project of St James Ethics Centre © St James Ethics Centre 5 6 6 7 11 12 14 14 15 15 17 18 19 19 20 22 22 23 28 28 29 32 32 34 39 43 45 48 51 55 56 58 60 60 61 3 Tools and resources Role of government Conclusions Recommendations Glossary of selected certification standards References the HUB of responsible business practice in Australia...
Words: 23230 - Pages: 93
